This Houston venture capital leader is looking at how 2020 — for all its disappointments — might be a great year for B2B software-as-a-service companies. Getty Images

B2B software as a service, or SaaS, founders entered 2020 riding a wave of the longest economic expansion in United States history. Valuations increased to new highs, funding rounds continued getting larger at each stage, and forecasts went up and to the right fast. But then, March hit.

Quickly and seemingly out of nowhere, headlines became dominated by apocalyptic predictions of death, record levels of unemployment, shocking economic forecasts of GDP contraction, historic mass layoffs and furloughs, and unprecedented multi-trillion dollar economic stimulus packages. For founders every instinct began screaming to cut costs and hunker down.

But should B2B SaaS founders cut their organizations right now? Through analyzing a few key events and looking to the evidence in the market today, founders can develop a strategy for growing during this crisis. Not only is growth cheaper for most B2B SaaS against the backdrop of economic meltdown, but with the majority following a hunker-down instinct, a growing B2B SaaS firm will compare very favorably against a landscape of stale and stagnant competitors.

Reviewing the 1918 Spanish Flu Pandemic and the 2008 downturn

While the health implications vary widely between the current pandemic and the 1918 flu epidemic, the economic reactions share many similarities. The US response to 1918 was just as fractured as the states' reactions to COVID have been this year. As cities and states in 1918 shut down commerce to stem the spread of the flu, economic contraction quickly gave way to rebound, the so called "V-shaped recovery," despite the Spanish Flu having much higher death rates among working individuals than COVID-19.

There are major differences between 1918 and 2020, however. First, there is untapped potential in technology to replace workers. As businesses look for ways to cut costs, expect them to aggressively turn to automation, ultimately depressing real wages. Second, the 1918 response did not include shutdown measures as draconian as those we are experiencing in 2020. This could lead to permanent output loss across a wide range of industries, increasing real prices just as real wages decline. And third, the trillions of dollars in federal economic relief are unlike anything attempted in 1918.

The 2008 downturn that nearly brought the financial sector to a halt rippled through the economy as businesses in a wide range of industries made steep cuts to operations and capital expenditures. Despite this dangerous environment, SaaS firms increased profitability and continued to grow revenues each quarter. Growth slowed but remained positive while most other companies experienced absolute declines in revenue.

Customer acquisition for SaaS businesses usually gets more efficient during downturns, driving the potential for faster growth. The performance of all publicly traded B2B SaaS firms during 2008 illustrated in Figure 1 above proves the resilience of this category during a recession. While revenue continued to grow, profitability rose from a 10 percent loss on average to a 5 percent gain on average by 2010. This is likely due to firms freezing salaries and hiring and perhaps cutting down the sales and marketing budgets.

Downturn case study: Salesforce

Salesforce entered the downturn as a category leader in B2B SaaS with nearly $500M in revenue in 2007 and $3.5 million in operating losses. Throughout 2008, the company grew revenues by 51 percent to $748 million and operating profit surged to $20.3 million. And in 2009, the company repeated this stellar performance by growing revenues 44 percent to $1,077M and operating profit to $63 million. These results occurred against the backdrop of a global financial downturn and with a product focused on helping people sell more effectively (not something one would expect would sell well during a free-fall recession).

The revenue growth throughout those years followed the growth in sales and marketing spend. In 2008, the company grew sales and marketing by 49 percent, driving 51 percent revenue growth at about $1.50 of sales expense per $1 of recognized revenue added. In 2009, the company grew sales and marketing 42 percent resulting in 44 percent revenue growth at $1.63 of sales expense per $1 of recognized revenue. By 2010, the sales growth advantage was gone and Salesforce not only dropped its expense growth rate but also reverted to spending $2.64 per $1 of new revenue added.


Looking at these results Salesforce executed on the growth opportunities in 2008 and 2009 by ramping up sales expenses. The relative cost to acquire customers in 2008 and 2009 compared to 2010 proved significantly cheaper (approximately 40 percent less expensive). When faced with an advantage like that, every founder should charge ahead.

------

Dougal Cameron is director of Houston-based Golden Section Venture Capital.

GOOSE has invested in a logistics automation startup that has just emerged from stealth-mode operations. Photo courtesy of Outrider

Houston investor group backs growing logistics automation startup emerging from stealth

Money moves

A Golden, Colorado-based logistics technology startup has emerged from stealth-mode operation aft two years of development to collect its recent $53 million investment that a Houston investor group contributed to.

Houston-based GOOSE has announced its participation in Outrider's recent raise, which included both a seed and series A round. The startup has created an autonomous yard operations tool for logistics purposes. The company also received investment from the likes of NEA, 8VC, Koch Disruptive Technologies, Fraser McCombs Capital, Prologis, Inc., Schematic Ventures, Loup Ventures, and more, according to a news release.

The goal of distribution yards is to keep semi-trailers full of freight moving quickly in the space between the warehouse doors and public roads. However, many of the processes that make up yard operations are manual, inefficient, and hazardous.

The current situation in logistics hubs is not optimized, and yard operations are ineffective and even hazardous.

"Logistics yards offer a confined, private-property environment and a set of discrete, repetitive tasks that make the ideal use case for autonomous technology," says Andrew Smith, founder and CEO of Outrider, in the release. "But today's yards are also complex, often chaotic settings, with lots of work that's performed manually. This is why an overarching systems approach – with an autonomous truck at its center – is key to automating every major operation in the yard."

Outrider's technology can automate repetitive and manual tasks, like moving trailers around, hitching and unhitching them, connecting and disconnecting trailer brake lines, and monitoring trailer locations, per the release.

"Outrider represents the type of company we at GOOSE want to fund," says Samantha Lewis, director of GOOSE, in a news release. "It is innovative, disruptive, and led by an all-star CEO that has a proven track record in recruiting top talent and top tier investors. GOOSE has been with Andrew from the beginning of his entrepreneurial pursuits and, still, he continues to impress us everyday."

Outrider, which has 75 employees — including 50 engineers focused on the automation technology — has launched pilots with Georgia-Pacific and four Fortune 200 companies. Smith says his relationship with GOOSE has had a positive effect on his career and his startup.

"The experience of GOOSE membership is unmatched. GOOSE, it's founder Jack Gill, and initial members, Art Ciocca and Rod Canion, played major roles in my entrepreneurial career by funding my first successful clean startup and then becoming seed investors in Outrider," says Smith in the release. "I am fortunate to have the team at GOOSE by our side again as we officially emerge from stealth and continue to scale the business."

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

2 Houston workforce solutions startups win at annual software pitch competition

winner, winner

The second annual CodeLaunch Houston event resulted in two winners — one chosen by the audience, the other by judges — both tackling separate issues in the future of work.

SeekerPitch, a next-generation hiring platform that provides artificial intelligence-enhanced and video technology tools to both job hunters and hiring teams, took the grant prize, which was voted on by the audience of the February 28 event. The team was supported by Honeycomb Software, which won last year's competition too with its startup partner, E360.

"In Gen Z right now, landing an interview is like winning the lottery," Ryan Reisner, president and founder of SeekerPitch, says in his pitch at the event. "And employers have their own set of problems — they're having a hard time connecting with the next generation."

iShiftX, supported by Houston-based Blue People, secured the judges' award with a tie-breaking vote. The company, founded by Landi Spearman, uses digital twin technology to provide 24/7 leadership coaching at a scalable level.

"Leaders have the biggest impact on our teams, our children, on the future, and on the next generation," Spearman says in her final appeal to judges and the audience. She called out the burnout and stress of leadership and coaching, and she pitched her tech enabled solution.

In addition to SeekerPitch and iShiftX, four other startups with their development support partners pitched, including:

The competition consisted of three rounds where two startups went head-to-head, and attendees were asked to vote for their favorite pitch. SeekerPitch, iShiftX, and Allonge Financial made it to the final round before the two winners were announced based on a final round of voting.

NASA signs 2 public-private lease agreements at Houston campus to promote human space research

ready to launch

NASA and the American Center for Manufacturing and Innovation signed an agreement Thursday, Feb. 29 to lease underutilized land in a 240-acre Exploration Park at the agency's Johnson Space Center in Houston. The deal comes after a similar lease with the Texas A&M University System.

ACMI will enable the development of facilities to enable commercial and defense space manufacturing, while A&M reports that it will develop a facility for human spaceflight research and development.

These two public/private lease agreements allow industry and academia to use NASA Johnson land to create facilities for a collaborative development environment that increases commercial access and enhances the United States' commercial competitiveness in the space and aerospace industries.

“For more than 60 years, NASA Johnson has been the hub of human spaceflight,” NASA Johnson Director Vanessa Wyche says in a news release. “Exploration Park will be the next spoke in the larger wheel of a robust and durable space economy that will benefit not only exploration of the Moon, Mars and the asteroids, but all of humanity as the benefits of space exploration research roll home to Earth.”

Calling it the Space Systems Campus, ACMI plans to incorporate an applied research facility partnered with multiple stakeholders across academia, state and local government, the Department of Defense and regional economic development organizations.

"This Space Systems Campus will be a significant component within our objectives for a robust and durable space economy that will benefit not only the nation's efforts to explore the Moon, Mars and the asteroids, but all of humanity as the benefits of space exploration research roll home to Earth," Wyche says of the ACMI deal.

As the home of Mission Control Center for the agency's human space missions, astronaut training, robotics, human health and space medicine, NASA Johnson leads the way for the human exploration. Leveraging this unique role and location, Exploration Park will play a key role in helping the human spaceflight community attain U.S. goals for the commercialization and development of a robust space economy by creating an infrastructure that fosters a multi-use environment where academic researchers, aerospace companies and entrepreneurs can collaborate with NASA. Exploration Park will create an infrastructure that allows for a multi-use space hardware development environment, where academic researchers, aerospace companies and entrepreneurs can collaborate on space exploration's greatest challenges.

"ACMI Properties will develop this Campus to serve the needs of our future tenants, aerospace industry, the Department of Defense and other significant stakeholders that comprise our ecosystem approach," said Simon Shewmaker, head of development for ACMI Properties. "Our aim is to support human spaceflight missions for the next 40 years and beyond."

NASA issued an announcement for proposals for use of the undeveloped and underutilized land near Saturn Lane on June 9, 2023, and has just completed negotiations with ACMI to formalize the lease agreement. The parcel is outside of Johnson's controlled access area and adjacent to its main campus. NASA will lease the land for 20 years with two 20-year extension options, for a potential of up to 60 years.

In the coming years, NASA and its academic, commercial, and international partners will see the completion of the International Space Station Program, the commercial development of low Earth orbit, and the first human Artemis campaign missions establishing sustainable human presence on the Moon in preparation for human missions to Mars.

Johnson already is leading the commercialization of space with the commercial cargo and crew programs and private astronaut missions to the space station. The center also is supporting the development of commercial space stations in low Earth orbit, and lunar-capable commercial spacesuits and lunar landers that will be provided as services to both NASA and the private sector to accelerate human access to space. Through the development of Exploration Park, the center will broaden the scope of the human spaceflight community that is tackling the many difficult challenges ahead.